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During AgileCE conference I had a discussion with Robert Dempsey about measuring lead time. I never really thought much about the way we count lead time in our team and talk with Robert triggered some doubts. What We Measure As you already know on our Kanban board we have backlog, todo queue, several steps describing our development and deployment process…
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During my talk at AgileCE I mentioned three things as biggest Kanban boosters in our case: Co-location No-meeting culture A set of best engineering practices One of comments I heard about this part was: “Pawel, these things aren’t Kanban-related – they would work in any environment.” Well, I’ve never said they’re exclusive for Kanban. My point is: Kanban is pretty…
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There was a time when we were writing user stories to describe requirements. I’d say they worked fairly well for us. But we don’t do this anymore. We were using user stories as a technique which allowed us to describe bigger chunks of functionality. There was one bigger sub-project or module and it had more than 10 user stories attached…
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The other day we were discussing different techniques aimed at improving code quality. Continuous integration, static code analysis, unit testing with or without applying test-driven development, code review – we’ve went through them all. At some point I sensed someone could feel that once they employ all this fine practices their code will be ready to ship as soon as…
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So you’re a manager. You even think you’re pretty damn good manager. Fine for me. Do you remember Pointy-Haired Boss? Yes, that clueless manager from Dilbert cartoon. You have this guy sitting in your head. So do I, by the way. Is that supposed to be insult? Well, not exactly. I really think every manager has this clueless version of…
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Kanban doesn’t prescribe much – if you follow The Kanban Story you already know that. Kanban Board which is a key tool in Kanban isn’t pre-designed or something. You need to tailor your own. That’s how we did with our Kanban Board. We decided to start with something simple and then adjust things as we go. We redesigned Kanban Board…
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Last time I wrote about status quo and how it becomes protected value within companies. I could tell you countless stories of people being (mentally) hurt by status quo. I could tell barely a few of these when status quo was defeated. How to fight with status quo then? A short answer is: change rules of the game. Until new…
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What happens when company grows from 10 to 100 people? Initially there’s a group of highly motivated and hard working people led by one or a couple of visionaries. Everyone knows each other well. Everyone knows what anyone else is doing at the moment. Then some success happens and organization grows. At the beginning it scales up trouble-free. Somewhere along…
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One of reasons why I like Kanban so much is because it doesn’t force you to formalize your process. You don’t need to set strict time-boxing for example. If you want to – fine do it, but if it doesn’t suit you fine no one forces you. If you happen to work in environment where priorities change very often, and…
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When you read about Kanban the thing which usually isn’t described in details is what happens with sticky notes which make their way to the right side of the board and are in the last column of your Kanban Board (however you call it). To be honest I didn’t put much thought in that when we were starting with Kanban.…
Hi, I’m Pawel and I’m your host.
Leadership in Technology is a blog dedicated to wide variety of topics related to running a technology business.
Among others you will find here: product management, agile and lean, leadership, organizational design and more.
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